Strategic IQ creating smarter corporations John R. Wells.
Detalles de publicación: San Francisco Jossey-Bass 2012.Descripción: xxv, 301 pages illustrations 23 centimetersISBN:- 9780470978283 (hardback)
- 658.4/012 23
- HD30.28 .W383 2012
- BUS019000
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Descripciones mejoradas de Syndetics:
In today's world, only the smartest survive. The competitive landscape is littered with graves of well-known firms whose revenues, profits and stock prices rose for decades until they suddenly imploded.
In fast-changing business environments, firms must adapt their strategies and innovate to remain at the top. But many successful firms fail to do so. Instead, they succumb to inertia, hesitate, or stick blindly to their old strategies, until it is too late.
The ability to adapt to change is a measure of intelligence; so why do firms demonstrate such low Strategic IQ? What causes inertia and why is it so deadly? How can leaders help their firms to act more intelligently?
This book identifies the key sources of inertia - strategic, structural and huma - and provides practical advice on how they can be overcome to create smarter corporations. It is both a wake-up call for successful firms and a lifeline for firms struggling to succeed.
To successful firms - beware! You may already be dead!
To struggling firms - have hope! It is possible to pass powerful competitors by raising your strategic, structural and human IQ.
Praise for Strategic IQ
"Hard-hitting and stimulating, Wells' thesis carries a robust message that should make business leaders the world over sit up and think."
-- Archie Norman , Chairman of ITV, UK
"Wells makes a compelling case for dramatic change."
-- Ron Sargent , CEO of Staples, USA
"Why do once-successful companies fail? The book identifies 3 types of inertia that can be fatal to the most successful company: strategic/structural/ personal. Senior executives often go to great lengths to resist change. When things start to go awry, they try harder (through efficiency gains, etc) and therefore may simply be getting better at doing the wrong thing. Instead they need to analyse their market effectively and diagnose what is needed to respond to the real threats outside. The illustrations throughout the book give the reader real-life tales of competition on the edge and show what took place behind the public narrative of many prominent companies.This book will prompt executives to ask: What is your Strategic IQ? Do you have the strategic intelligence to keep ahead of your competitors? Readers will find the book enlightening and its lessons easy to apply: It provides a framework for understanding strategic intelligence A roadmap for advancing up the intelligence ladder Assessment tools to measure progress John Wells shows how traditional success metrics such as revenue growth, profit, market share, reputation and stock price often fail to predict impending disaster - and what to do about it"-- Provided by publisher.
Includes bibliographical references (pages 277-291) and index.
Tabla de contenidos provista por Syndetics
- Preface(p. xi)
- Introduction(p. xv)
- Part 1 Smart Strategy(p. 1)
- Chapter 1.1 The Need for Smart Strategy(p. 3)
- Chapter 1.2 Low Strategic Intelligence(p. 13)
- Chapter 1.3 What is Strategy?(p. 35)
- Chapter 1.4 Moderate Strategic Intelligence(p. 59)
- Chapter 1.5 High Strategic Intelligence(p. 87)
- Part 2 Smart Structure(p. 107)
- Chapter 2.1 The Need for Smart Structure(p. 109)
- Chapter 2.2 Smart Asset Management(p. 119)
- Chapter 2.3 Formal Architecture - Navigating the Architecture Labyrinth(p. 143)
- Chapter 2.4 Informal Architecture - Leveraging Social Mechanics(p. 169)
- Chapter 2.5 Towards Smarter Structure(p. 191)
- Part 3 Smart Minds(p. 201)
- Chapter 3.1 The Need for Smart Minds(p. 203)
- Chapter 3.2 What is a Mind?(p. 209)
- Chapter 3.3 Hiring Smart Minds(p. 229)
- Chapter 3.4 Addressing Basic Human Needs(p. 241)
- Chapter 3.5 Harnessing Insatiable Human Needs(p. 255)
- Bibliography(p. 277)
- Index(p. 293)
Notas de autor provistas por Syndetics
John Wells is Professor of Management Practice at Harvard Business School. He teaches many courses on strategy innovation and change in the MBA and Executive Development programs, including his own courses on Strategic IQ.
Dr Wells graduated with a double first in physics from Oxford University, specializing in nuclear and solid state. He received his MBA and DBA from the Harvard Business School, where he was a George F Baker Scholar, graduating first his class, and a Dean's Doctoral Fellow.
Dr Wells has combined a career in academia with extensive business experience. He has been a senior executive, a director, a business school president, and a CEO. He has also been an advisor, a coach and a facilitator to senior executives and firms, large and small, in numerous sectors of the economy. He has also advised governments on competitiveness.
Dr Wells has written over 50 cases on strategy and innovation and speaks regularly on the subject around the world. His wide-ranging research interests include business model innovation, social strategy, responsible leadership, relevant learning and family capitalism.